The document discusses the limited adoption of practitioner inquiry in professional and leadership development, highlighting its effectiveness as an evidence-based approach that requires a supportive culture and continuous commitment. Key findings indicate the necessity for senior leadership involvement, a shift in professional development practices, and the need for deeper engagement rather than quick fixes. It challenges readers to choose between maintaining the status quo or embracing innovative alternatives.

1. Me and SCEL
George Gilchrist
For AHDS November
2014

2. Why is practitioner enquiry not being
more widely adopted for professional
and leadership development? What
needs to happen to allow this to happen?

3. Practitioner Enquiry
 An evidence rich approach to critically
informed thinking and practice

4. Critical Informed Reading and Research
 John Hattie
 Michael Fullan
 Helen Timperley
 Knud Illeris
 Marilyn Cochran-Smith
 Graham Donaldson

5. Conclusions/Findings
 Practitioner enquiry works
 It’s complex and messy
 Needs to be a disposition or stance
 A continuous process, not a quick fix
 Start from where you really are
 A supportive, open culture based on trust
 Senior leaders have to thoroughly
understand and be involved

6. Conclusions (continued)
 Need to step back from busyness
 Slow down for deeper impact
 We need to reframe CPD and CLPL
 Needs support and understanding at all
levels of the system
 We need to avoid mutations

7. Alternatives
 What's the option?
 More of the same or dare to be different?
 You decide!